Surprised there was no post about this. Anything worthwhile mentioning come from it?
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MR divulged in maybe his first CEO huddle how he often consults his millennial daughter & her friends for business advice. PG clearing the conflict of interest with MR is akin to asking a dr-g addict if your he---n habit is out of control.
The more I hear about the Kearney kick backs for “sourcing projects” that they definitely never initiated and were already in progress before they came…
My takeaways:
All the anger and bold statements around safety just to implement a 1 week refresher training for site leads is lame. Anybody with any level of real experience would know that retraining is never the long term sustainable answer.
To say that his sons employer has a “fire wall” around the sensitive aspects of this very obvious conflict of interest is laughable. To pretend that Peter and his son don’t exchange information that could help each other out in their personal time should be criminal. I can’t imagine the arrogance it takes to try and convince the CEO that this isn’t a potential problem. I am not sure why either of them would risk it.
I am saddened to see the same “leaders” in the VP or higher level positions. 6,000+ people laid off and this pack of misfits remains is inexcusable. I guarantee that the people let go did more good for the company than all of the others that took the stage combined.
In closing it is clear that there is no strategy or game plans other than demands. They are going to demand suppliers concede on price, they are going to demand that yield improves, they are going to demand that people sell more at higher prices, and they are going to demand that people don’t get hurt. In reality their demands will be met with manipulation of processes and data to make it look good on paper only. Suppliers will concede on price, but increase their minimum buy or lead time. Yield will improve because the Bill of Materials will be adjusted to bake it in to the standard. Sales will increase because rebates will be offered that get deducted from a different line on the P&L. People won’t get hurt anymore because they will stop reporting it and just go home with that cut or sprain because of fear of being fired. Sad town hall, would not recommend.
Him mentioning pride month was tone deaf. People lost their jobs, someone died, and equal weight was put on him being executive sponsor for pride. Someone is dead and he took the time to pat his back for being in a club....
He fits right in with the old Mcnerney-esque angry fear mongering atmosphere that he sets. That style of leadership has already proven as a failure.
Your IP address is definitely being tracked here. Some posts were unable to go thru.
him mentioning Pride Month was the most humanising I've seen him
Most of the questions posed were from the chat. None of the audience actually asked him while on stage. And no questions posed to his leadership team.
Better get out of your stocks before it trend to $80
That was the most uninspiring town hall I’ve ever been at. After everything the last 6 months or maybe even before, all we have is 6 bullet points per function.
And the demanding angry tone for things such as safety when the culture is due in part to his decisions that affect funding, resources and morale. Seems like he’s already trying to place blame instead of actually solving the issues.
The most concerning part is the fear culture. No one will speak up with their honest opinion in fear of being let go because they challenged him.
He sounded like an angry parent scolding children. My takeaways:
- Safety: he doesn't support solving safety issues with capex and MTE/engineering resources. He will foster a culture of safety by threatening his team to do better.
- Layoffs: In the same breath he says he doesn't want to be disrespectful to those laid off but he also thinks he now has a world class organization without the people laid off.
- Data: Data is meaningless to him. He doesn't was want slide decks full of data analysis and he doesn't want people requesting data. He ended the presentation with a slide showing a bunch of graphs with data on how the metrics have improved because of the changes he has implemented.
- Kearney: Yes his son works at Kearney but is "firewalled" from the 3M work and has "formal" boundaries set. He was transparent about this MR so he thinks it's fine. He has other kids and a wife with professions he will gladly discuss. But wait, family is off limits. He welcomed giving him a call, text, or email to let critique what he was doing personally though.
Overall, he seemed very irritated and annoyed by the questions and as usual he was tone deaf to people's legitimate concerns.
I get the feeling no one was happier for Vale's termination than this guy. He sees an open door for "making his impact" and getting that brass ring. I still hope for 3M to successfully turn it around, somehow, but it won't happen under PGib.
It had the tone of an angry teacher scolding the class for not taking things seriously.
Apparently one of the game changers is going to be a pushback from everyone, particularly plant managers, on making slides, using data (data is as useless as ppt slides in his book) and having meetings. Forget new technology, new products and innovative new approaches - its a reduction in admin that is going to turn us round.
“Ethical”
Given that there are dozens of other consulting companies out there willing to charge 3m a hefty fee for their brilliance, why even risk the potential of a conflict of interest? Did they at least give 3m the family discount?
"Family should be off limits". Nobody is personally attacking his kid. People want to understand why this arrangement passes as ethical. If regular person in Sourcing gave seven-figure business to a supplier where they had family working it would be way more scrutinized than Tireman's Kearney family affair.
Regarding safety and the recent death... "I'm starting to lose my patience now and we are just going to do things my way. And if that offends anyone then could not care less".
In response to a question about reduced staffing, maintenance costs and capital he said safety isn't really about that and people just need to start putting their safety first.
Seemed very irritated for the most part.
Rest assured a promotion and/or a sizeable bonus in a fireproof box was handed to sonny boy thru the so called firewall.
He proposed Kearney to MR, in spite of his son’s employment there. Even if there are firewalls between him and his son, a person of real character would not have done it. This is just another example of 3Ms selective ethics compliance as it relates to executives and managers. He thought he could get away with it (keeping the son’s employment there quiet) and he didn’t. Shame on you, shame on MR for allowing this situation.
The question reader asked him about Kearney and evidently Roman knows about it and evidently it’s ok because Kearney has a “internal firewall” to keep his son away but still doesn’t address why Kearney gets picked over any other consultancy to come in and cut as deeply as possibly.
He also said his family should be off limits even though he’s taken income from 8500 families thus far this year with no positives to show for it.
Someone actually popped the important question about his son.